managing compensation in volatile economies …...mar 02, 2016 · webinar managing compensation in...
TRANSCRIPT
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March 2, 2016
Webinar
MANAGING COMPENSATION IN
VOLATILE ECONOMIES
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• Specialized HR consultancy headquartered in New
York, with offices in Manila, Philippines; Umeå,
Sweden; and Riga, Latvia
• We conduct salary and benefits surveys in 148
countries globally
• Clients include multi-national corporations,
regional and local companies, international
organizations and NGOs
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• A team of UK-based senior HR practitioners from major
corporate and consultancy backgrounds delivering tailored
and pragmatic advice and support
• Our core expertise is in:
• Our Partners have worked with and for many of Europe’s
most successful businesses
• Broad-based and Executive
pay and incentives
• Employee/Industrial relations
and communication
• International remuneration,
pay surveys and mobility
• M&A and HR due diligence
• Performance and Talent
management
• Corporate restructuring and
TUPE
• Pensions and Benefits
including flex
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• Introduction
• Key Concepts
• Case Study – Malawi
• A Policy Driven Approach
• Dollarization
• A Quick Look at Expat Compensation
• Wrap-Up
• Q & A
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• Inflation:
– Measures the increase in cost of living
– Typically issued by government statistics bureau
– Market basket approach measures prices in country over
time
– Government statistics sometimes unreliable
• Devaluation
– Measures currency exchange rates, typically versus USD or
other hard currency
– Currency markets are volatile and react to many factors
including political ones
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• Ability to raise prices; price
freezes
• Impact on price of local raw
materials and other supplies
• Compensation increases
over time
• Impact on hard currency
budgets
• Incentive targets are often in
hard currency
• Increase in price for
imported raw materials
• Supply of hard currency
through banking system
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• Desire to be kept “whole”
• Concern about ability to
maintain their standard of
living
• Can they afford staple items
for their family?
• Look to employer to help
• Making less in hard currency
terms (does that really
matter?)
• Imported goods will increase
in price
• Ability to cover offshore
expenses
• Will seek in-kind benefits
rather than currency (keeps
value)
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• Employers competing for talent form a labor
market
• Labor markets behave according to the classic
economic theory of
•
•
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• There has been a period of economic instability
since 2012:
– Inconsistent growth
– Steady, high inflation
– High devaluation
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Source:Barry Rodin,IndependentEconomist
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• They are for salary setting,
but…
• There is between
salary market movement, inflation and
devaluation
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Source:Birches Group LLC,MultisectorSurvey
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Source:Birches Group LLC,MultisectorSurvey
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Source:Birches Group LLC,MultisectorSurvey
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Employment Value
Proposition
Affiliation
WorkContent
CareerBenefits
Pay
Variety Challenge Structure Autonomy Feedback Impact
Advancement Personal
Growth Recognition Training Employment
Security
Mission and Values Reputation and Ranking Work Environment Institutional Culture
Base Salary Support to Expatriation Reward Pay Process and Transparency
Health Retirement Work Arrangements Tuition
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• , ,
• Defines the relationship of the employer to the
market, and within/across the team
• Determines level of competitiveness and provides a
structure aligned to career progression
• Provides for staff to enjoy a certain quality of life
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• Compensation Policy
– Targets the appropriate market position and
composition to sustain competitiveness
– Defines the reach of the organization for seeking
critical skills
• Good Administration
– Enables the securing of timely/accurate market data
– Translates market data into dynamic salary structures
– Brings and to setting and
maintaining pay
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• Maintain office operations
• Address staff anxiety
• Demonstrate responsiveness which is responsible
• Maintain linkage to established pay policies
•
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• Sets precedent for later and other countries
• Sensitive to:
– Resource constraints
– Linked to the market
– Community image
• Allows company to act quickly without lengthy
approvals
• Has an exit strategy
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Define a Trigger Point
Define a Response
Set a Timeframe
and MonitorPlan Your Exit
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• What is granted cannot be taken away or reduced;
at best it can be frozen
• It is to tailor measures for individual
staff to address different personal situations or
needs
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• Employees want to know
• Employees understand that their employer cannot
necessarily “keep them whole,”
• Managers and employees alike appreciate the
clarity a clear policy provides
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• Trigger
– Significant devaluation – Minimally 40% within a six month
period accompanied by price spikes in basic commodities
such as food
• Response
– Temporary allowance or bonus which anticipates the
eventual adjustment in comparator salaries in the market
– Typically, salaries will adjust within three to six months by
at least 25% of the rate of devaluation
– , per policy, for three
months
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Trigger is Reached
• 25% of the trigger amount is established as a special measures allowance
• Take your market position into account and adjust accordingly
Market Monitoring
• During the next 3-6 months, monitor market movement
• When market movement occurs, increase base salary and reduce allowance in equal amounts
Market Exceeds Special Measures
• Roll into salary
• Eliminate allowance
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• Trigger is 40% devaluation over 6 months
• 3-month devaluation is 43%;
• Special measures allowance of 10.75% (25% of 43%) is
instituted
• 4 months later, survey data shows market movement of 7%
– Option 1: Recharacterize 7% from allowance to salary
– Option 2: Continue market monitoring
• 6 months later, survey data shows market movement of 13%
– Move remaining allowance into salary and eliminate
• Marketing monitoring is critical,
:
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• Advise staff of measures taken at each stage to
demonstrate responsiveness
• Remind managers and staff about the policy
provisions
• Be empathetic to their financial pain
• Emphasize a continuing link to the labor market
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¡No!
Nein!
Não!
Нет!
Hakuna!
不!
Nej!לא!
ไม่!
Non!
Nee!
!الIn any language, the answer is no!
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• Unless
– It is supported by comparator practice
– There is no functioning local currency
• Caution
– Paying in foreign currency in some countries is illegal
– Staff may be at risk if they participate in black market
transactions
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• Easy to start
• Simple to explain
• Difficult to set exchange
rate
• Local currency could
• Creates a mindset which
separates local staff from
the local economy
• Difficult to end
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If you switch to hard currency, you will overpay your staff. In
the case of Malawi from 2012 to present, if your compensation
tracked cumulative devaluation, it would have increased by
the market (increase of 345% vs 144% market
movement)
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Be Careful:
• Do not pay in hard currency unless it is legal to do
so
– If not legal, you should convert and pay in local currency
using the prevailing exchange rate
• It is good practice to maintain a portion of salary in
local currency
– Helps with compliance
– Facilitates transitions back
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• As an employer, it is the labor market that
determines the level of pay
• Special Measures are temporary and supplemental,
not a replacement for labor market comparisons
• Goal is stabilization not insulation
• Demonstrates your willingness as an employer to
respond within the constraints of resources and
sensitivity to the broader context
• Clear communication is absolutely essential
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• Objectives
• Are they on a local payroll?
• How is their package constructed?
– Local rate
– Balance sheet
– Other
• Not all of their pay is spent locally
• Does the company already pick up some costs
directly?
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•
As more and more companies expand operations into new
markets, there is a lot to learn
•A policy-driven approach promotes transparency and
reassures staff that the company will help when necessary,
without sacrificing their market-driven basis for compensation
•You need reliable data, especially in the most dynamic global
markets
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• Warren Heaps, Partner, Birches Group LLC
• John Nichols, Director, The HR Partners
Online:
• Birches Group website
www.birchesgroup.com
• The HR Partners website
www.thehrpartners.com
Questions and Answers• We have compiled questions
submitted during the session• We will answer as many as
we can in the time remaining• Others will be answered in
writing and summarized for all attendees
https://www.linkedin.com/groups/2201013
Join Birches Groupon LinkedIn
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BG Office
Survey Country
Partner Office
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• Salary and benefits surveys
• Salary scale design
• Job evaluation, competencies and performance
management solutions using our ™
system
• Consulting on compensation, expatriate
management, HR policy and organization design
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AfghanistanAlbaniaAlgeriaAngolaArgentinaArmeniaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBeninBhutanBoliviaBosnia and HerzegovinaBotswanaBrazilBruneiBulgariaBurkina FasoBurundiCambodiaCameroonCape VerdeCentral African RepublicChadChileChinaColombiaComorosCongo, Dem Republic ofCongo, Republic of theCosta RicaCote D'IvoireCroatiaCuba
DjiboutiDominican RepublicEcuadorEgyptEl SalvadorEquatorial GuineaEritreaEstoniaEthiopiaFijiGabonGambiaGeorgiaGhanaGuatemalaGuineaGuinea-BissauGuyanaHaitiHondurasIcelandIndiaIndonesiaIranIraqIsraelJamaicaJordanKazakhstanKenyaKiribatiKorea, Republic ofKosovoKuwaitKyrgyzstanLaosLatvia
LebanonLesothoLiberiaLibyaLithuaniaMacedonia, fYroMadagascarMalawiMalaysiaMaldivesMaliMaltaMauritaniaMauritiusMoldovaMongoliaMontenegroMoroccoMozambiqueMyanmarNamibiaNepalNicaraguaNigerNigeriaOmanPakistanPanamaPapua New GuineaParaguayPeruPhilippinesPolandQatarRomaniaRussiaRwanda
SamoaSao Tome & PrincipeSaudi ArabiaSenegalSerbiaSeychellesSierra LeoneSlovakiaSolomon IslandsSomaliaSouth AfricaSouth SudanSri LankaSudanSurinameSwazilandSyriaTajikistanTanzaniaThailandTimor-LesteTogoTongaTrinidad and TobagoTunisiaTurkeyTurkmenistanUgandaUkraineUnited Arab EmiratesUruguayUzbekistanVenezuelaVietnamYemenZambiaZimbabwe